Management Issues in Information Technology
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E-Leader Budapest 2010 Management Issues in Information Technology Oya Şanlı Microsoft Certified Business Solutions Specialist and President of Paydeg Corporation Istanbul, Turkey Abstract Information Technology and Management explores the many different technologies inherent in the field of information technology (IT) and their impact on information systems design, functionality, operations, and management. There are many managerial roles for an IT Manager. Mintzberg classic role model includes six managerial roles: resource allocator, leader, spokesman, monitor, liaison, and entrepreneur. On top of these roles, IT manager has to have an idea about many more management issues, such as change management, helpdesk management, network management, human management, content management, service management, investment management, process management, problem management, incident management, stress management and so on.. Today, we should add outsource management with the Cloud computing concepts. Knowing all of these management concepts with the Mintzberg roles, IT managers are able to better operate their department and serve to the business. Management Issues in Information Technology are listed below: 1. Network Management 2. Service Management 3. Helpdesk Management 4. Application Management 5. Development Management 6. Project Management 7. Risk Management 8. Change Management 9. Human Management 10. Content Management 11. Lean Management 12. Rights Management 13. Systems Management 14. Outsourcing Management 15. Time Management 16. Security Management 17. Performance Management 18. Release Management 19. Asset Management 20. Knowledge Management 21. Data Management 22. Portfolio Management 23. Investment Management E-Leader Budapest 2010 24. Resource Management 25. Business Process Management 26. IT Financial Management 27. Strategic Management 28. Stress Management 29. Relationship Management 30. Incident Management 31. Problem Management 32. Alert Management 33. Capacity Management 34. Configuration Management 35. Patch Management 36. Role Management 37. Life cycle Management 38. Archive Management 39. Regulation Management 40. Scientific Management Introduction Enterprises have made significant investment s in network and systems management solutions and processes. The focus of IT is shifting from merely gathering massive amounts of data to targeting and delivering information to people who can act on it in a timely fashion, no matter where they are. If we think of the evolution on computing machines from ENIAC-1946 to today’s mobile phone and software from first proposed by Alan Turing in his 1935 essay Computable numbers with an application to the Decision problem to the today’s systems and programming software the management of hardware and software have improved and become complex . 1. Mintzberg’s managerial role models Figure 1 Eniac 785px Figure 2 Mobile Phone Mintzberg identified ten separate roles in managerial work, each role defined as an organized collection of behaviors belonging to an identifiable function or position. He separated these roles into three subcategories: interpersonal contact (1, 2, 3), information processing (4, 5, 6) and decision making (7-10). 1. Figurehead: the manager performs ceremonial and symbolic duties as head of the organization 2. Leader: fosters a proper work atmosphere and motivates and develops subordinates 3. Liaison: develops and maintains a network of external contacts to gather information 4. Monitor: gathers internal and external information relevant to the organization 5. Disseminator: transmits factual and value based information to subordinates 6. Spokesperson: communicates to the outside world on performance and policies 7. Entrepreneur: designs and initiates change in the organization E-Leader Budapest 2010 8. Disturbance handler: deals with unexpected events and operational breakdowns 9. Resource allocator: controls and authorizes the use of organizational resources 10. Negotiator: participates in negotiation activities with other organizations and individuals Mintzberg next analyzed individual manager's use and mix of the ten roles according to the six work related characteristics. He identified four clusters of independent variables: external, function related, individual and situational. He concluded that eight role combinations were 'natural' configurations of the job: • Contact manager -- figurehead and liaison • Political manager -- spokesperson and negotiator • Entrepreneur -- entrepreneur and negotiator • Insider -- resource allocator • Real-time manager -- disturbance handler • Team manager -- leader • Expert manager -- monitor and spokesperson • New manager -- liaison and monitor Today, this study which is made at 1973 still valid, maybe we may add keep track of legislation and laws. 2. Managements issues in IT Management With the evolution of computing machines managements in IT Management improved and increased. At Eniac time, in 1946 there were programmers like Jean Bartik, Electrical Engineers like Dr. John Vincent Atanasoff , and academicians like Dr. John W. Mauchly and Dr. J. Presper Eckert. There were no need for management; they were trying to find faster ways to perform mathematical computations. UNIVAC I was the first mass-produced computer. In 1956, Westinghouse Electric Company installed a UNIVAC computer in its East Pittsburgh plant. The UNIVAC was used to calculate company payrolls, sales records, analysis of sales performance and other company business. Management practice began at this point. There was a need for programmers and operators which were operating the system and preparing magnetic tapes. Therefore the managements below were required. E-Leader Budapest 2010 1. Service Management 2. Development Management 3. Human Management 4. Systems Management 5. Time Management 6. Performance Management 7. Data Management 8. Stress Management 9. Problem Management 10. Scientific Management 11. Release Management Till the first Pc which is called as Simon introduced at 1950 by Berkley Enterprises, some other management perspectives such as mentioned below were in take place. IT departments were formed. Improvements on machines caused IT people learn about change management. Mainframes were able to do more than just calculating payrolls at the business side, so process, project and strategic management became important. In August, 1962, Licklider and Welden Clark published the paper "On-Line Man Computer Communication", one of the first descriptions of a networked future. In October, 1962, Licklider was hired by Jack Ruina as Director of the newly established IPTO within DARPA, with a mandate to interconnect the United States Department of Defense's main computers at Cheyenne Mountain, the Pentagon, and SAC HQ. There he formed an informal group within DARPA to further computer research. 12. Business Process Management 13. Project Management 14. Change Management 15. Strategic Management The first ARPANET link was established between the University of California, Los Angeles and the Stanford Research Institute on 22:30 hours on October 29, 1969. By December 5, 1969, a 4-node network was connected by adding the University of Utah and the University of California, Santa Barbara. ARPANET became the technical core of what would become the Internet, and a primary tool in developing the technologies used. Stemming from the first specifications of TCP in 1974, TCP/IP emerged in mid-late 1978 in nearly final form. By 1981, the associated standards were published as RFCs 791, 792 and 793 and adopted for use. The British Post Office, Western Union International and Tymnet collaborated to create the first international packet switched network, referred to as the International Packet Switched Service (IPSS), in 1978. This network grew from Europe and the US to cover Canada, Hong Kong and Australia by 1981. By the 1990s it provided a worldwide networking infrastructure. In 1981 IBM introduce desktop 5150 PC (8088/VLSI). It was perhaps the first to wear the "PC" label, but that was IBM's only innovation. They sure sold a bunch of them, though. The Simon's architecture was based on relays. The programs were run from a standard paper tape with five rows of holes for data. The registers and ALU could store only 2 bit. The data entry was made through the punched paper or by five keys on the front panel of the machine. The output was provided by five lamps. E-Leader Budapest 2010 The punched tape served not only for data entry, but also as a memory for the machine. The instructions were carried out in sequence, as they were read from the tape. The machine was able to perform four operations: addition, negation, greater than, and selection. Figure 3 Point to Point connection Ethernet was developed at Xerox PARC between 1973 and 1975. In 1979 3Com (by the three- company consortium: Digital Equipment Corporation, Intel Corporation, and Xerox Corporation) was formed. 3Com built the first 10 Mbit/s Ethernet adapter (1981). This was followed quickly by DEC's Unibus to Ethernet adapter, which DEC sold and used internally to build its own corporate network, which reached over 10,000 nodes by 1986; far and away the largest extant computer network in the world at that time. The original IEEE 802.3 standard was based on, and was very similar to, the Ethernet Version 1.0 specification. The draft standard was approved by the 802.3 working group in 1983 and was subsequently published as an official standard in 1985 (ANSI/IEEE Std. 802.3-1985). Since then, a number of supplements